CRISIS
MANAGEMENT IN
EMERGING
COUNTRIES
RISK PROFILE DIFFERENCES BETWEEN DEVELOPED AND
EMERGING MARKETS
THE INFLUENCE OF CULTURE IN RESPONDING TO CRISIS
EVENTS
HO...
“What happens when you dial the local
version of 000?”
3
RISK PROFILES DIFFERENCES BETWEEN
DEVELOPED AND EMERGING MARKETS
4
How professional / ethical are emergency services (poli...
05
ONE MAN‟S
ROUTINE IS
ANOTHER
MAN‟S CRISIS
The influence of culture in responding
to crisis events
THE TYRANNY OF DISTANCE:
6
HOW TO MANAGE A CRISIS
FROM THE OTHER SIDE OF THE WORLD
Utilise simple, well trained and tested...
05
MALAYSIA
AIRLINES
FLIGHT MH370
Malaysian Airlines brand impacted – not in control of message or response
Media storm cr...
1. Planning – we can‟t „cookie cut‟
response systems from one country to the
next
8
2. Most international crises affect Australian
businesses through People Risk.
Therefore, travel safety & security should
...
3. Linking employee safety to long term
reputation risk is the best way to keep our
people safe overseas
10
4. Be very clear about which types of
employees (locals/ expats) will be
evacuated if necessary
11
12
THANK YOU
Anthony Moorhouse
Founder & CEO
Dynamiq Pty Ltd
E: anthony.moorhouse@dynamiq.com.au
M: 0434208747
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Anthony Moorhouse, CEO, Dynamiq - Crisis management in emerging countries

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Anthony Moorhouse delivered this presentation at the Safety in Action 2014 Conference in Melbourne. This conference brings thought leadership and showcases topical, innovative safety methods and practices.

For more information, please visit http://www.safetyinaction.net.au/SIA2014Melbourne
delivered this presentation at the Safety in Action 2014 Conference in Melbourne. This conference brings thought leadership and showcases topical, innovative safety methods and practices.

For more information, please visit http://www.safetyinaction.net.au/SIA2014Melbourne

Published in: Health & Medicine
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Anthony Moorhouse, CEO, Dynamiq - Crisis management in emerging countries

  1. 1. CRISIS MANAGEMENT IN EMERGING COUNTRIES
  2. 2. RISK PROFILE DIFFERENCES BETWEEN DEVELOPED AND EMERGING MARKETS THE INFLUENCE OF CULTURE IN RESPONDING TO CRISIS EVENTS HOW TO MANAGE A CRISIS FROM THE OTHER SIDE OF THE WORLD MALAYSIAN AIRLINES FLIGHT MH370 A SAFETY PROFESSIONAL‟S TOP 4 2
  3. 3. “What happens when you dial the local version of 000?” 3
  4. 4. RISK PROFILES DIFFERENCES BETWEEN DEVELOPED AND EMERGING MARKETS 4 How professional / ethical are emergency services (police, fire, medical) How stable is the political / social society How mature are the countries safety / duty of care standards
  5. 5. 05 ONE MAN‟S ROUTINE IS ANOTHER MAN‟S CRISIS The influence of culture in responding to crisis events
  6. 6. THE TYRANNY OF DISTANCE: 6 HOW TO MANAGE A CRISIS FROM THE OTHER SIDE OF THE WORLD Utilise simple, well trained and tested procedures Strong leadership – crisis leadership, not regular business leadership Two tiered structure: • Incident Management Team focused on the incident site/ country • Crisis Management Team focused on reputation, legal, financial etc Underestimate levels of assistance from Governments and local providers Overestimate need to communicate – often and simply is key
  7. 7. 05 MALAYSIA AIRLINES FLIGHT MH370 Malaysian Airlines brand impacted – not in control of message or response Media storm creates an enormous additional burden on crisis management teams More than 2 Governments involved = complexity greater than assistance provided
  8. 8. 1. Planning – we can‟t „cookie cut‟ response systems from one country to the next 8
  9. 9. 2. Most international crises affect Australian businesses through People Risk. Therefore, travel safety & security should be #1. 9
  10. 10. 3. Linking employee safety to long term reputation risk is the best way to keep our people safe overseas 10
  11. 11. 4. Be very clear about which types of employees (locals/ expats) will be evacuated if necessary 11
  12. 12. 12 THANK YOU Anthony Moorhouse Founder & CEO Dynamiq Pty Ltd E: anthony.moorhouse@dynamiq.com.au M: 0434208747

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